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Home My WebLink About09(A) - Adoption of City of Prior Lake Strategic Plan 2023-2026 ReportCity of Prior Lake Strategic Plan FY 2023-2026 | January 2023 1 STRATEGIC PLAN 2023 – 2026 JANUARY 2023 City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 2 January 26, 2023 RE: 2023-2026 Strategic Plan – City of Prior Lake Dear Mayor Briggs, On behalf of the Rapp Consulting Group team, I am pleased to present the 2023- 2026 Strategic Plan and Summary Report to the City of Prior Lake. The plan reflects the organization’s priorities, commitment to measurable results and the delivery of quality services. It has been a pleasure assisting the City of Prior Lake with this important project. The City Council displayed clear thinking, dedication, and focused effort. We particularly wish to thank City Manager Jason Wedel and Assistant City Manager Lori Olson for their help and support during the process. Yours truly, Craig R. Rapp President 917 W. Washington Blvd. #208 Chicago, IL 60607 800-550-0692 • rappconsultinggroup.com 3 TABLE OF CONTENTS Transmittal Letter Executive Summary 01 Strategic Plan Summary FY 2023-2026 02 Vision 03 04 Strategic Priority 1: Fiscal Sustainability Strategic Priority 2: Well Managed Growth 09 Strategic Priority 3: Stable & Sustainable Infrastructure 05 Strategic Priority 4: Public Safety 11 Strategic Priority 5: High Quality Parks & Trails 12 13 Strategic Planning Participants 14 10 City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 The Current Environment, SWOT Analysis Stakeholder Feedback 1 EXECUTIVE SUMMARY 1 FINANCIAL SUSTAINABILITY 2 WELL MANAGED GROWTH 3 STABLE & SUSTAINABLE INFRASTRUCTURE 4 PUBLIC SAFETY 5 HIGH QUALITY PARKS & TRAILS The Plan Five Strategic Priorities From April 2022 through September 2022, the City of Prior Lake engaged in a strategic planning process. The process yielded a strategic plan covering 2023-2026. The plan consists of five strategic priorities — the issues of greatest importance to the City of Prior Lake over the next three years. Associated with each priority is a set of desired outcomes, key outcome indicators, and performance targets, describing expected results and how the results will be measured. The plan also includes strategic initiatives that will be undertaken to achieve the targeted outcomes. The planning effort began with an examination of the operating environment, consisting of an environmental scan, a community survey, a set of focus groups, City Council interviews, and a SWOT (strength, weakness, opportunity, threat) analysis. On August 24, 2022, the City’s leadership team held a full day strategic planning session. They developed a set of priorities, key outcomes, performance targets, and confirmed a vision for the community along with discussing organizational mission and values. Based upon those priorities, the City’s management team met on September 27, 2022, to identify a set of strategic initiatives and develop detailed action plans. The strategic priorities, key outcome indicators, performance targets and strategic initiatives are summarized here and on the following page. City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 2 STRATEGIC PLAN SUMMARY 2023–2026 City of Prior LakeSTRATEGIC PLAN SUMMARY 2023-2026 City of Prior Lake STRATEGIC PRIORITY DESIRED OUTCOME KEY OUTCOME INDICATOR (KOI) TARGET STRATEGIC INITIATIVES FINANCIAL SUSTAINABILITY A fiscally responsible community Financial stability in all funds - Change in bond rating - Fund balance change - Improve bond rating to AAA by 2027 - Meet fund balance targets by 12/2026 a) Develop strategy to increase bond rating b) Develop infrastructure funding scenarios c) Establish financial plan that reflects infrastructure needs d) Update Comprehensive Financial Management Plan (CFMP) Adequate resources to fund Capital Improvement Program (CIP) - Pavement Management Plan (PMP) and utility fund balances - Adequate funding to meet Overall Condition Index (OCI) target Financial policies guide decision making - Budget objectives met - Budget objectives met annually WELL MANAGED GROWTH Growth that meets community needs Downtown vitality -Sq. ft of new downtown commercial space developed -# new units downtown residential - 20,000 SF of new downtown commercial by 2026 - 80+ new residential units downtown by 2027 a)Identify strategic property acquisition downtown b)Lobby to ensure developmentcosts are not transferred to taxpayers c)Develop strategy for orderly annexation agreement (OAA) renewal d)Develop strategy for utility extension in OAA e)Develop education strategy for C/I properties Fiscally responsible residential growth - Development fee cost ratio - $0 in development costs transferred to existing taxpayers Adequate supply of commercial/industrial (C/I) land - Change in C/I guided acreage - No net loss of C/I guided land 2023-2026 STABLE & SUSTAINABLE INFRASTRUCTURE Systems that support reliable service delivery Quality street conditions - OCI achieved -Maintain average OCI 70 -Achieve minimum OCI 50 on collector streets by 2033 a) Complete assessment of utility maintenance needs including cost and risk implications b) Update inspection and maintenance strategy for infrastructure c) Formalize public property maintenance plan d) Implement plan for Maintenance Center upgrade Complete understanding of infrastructure - Capital needs adopted plan - Comprehensive needs analysis completed by 2024 Adequate Public Works facility - Ribbon cutting - Maintenance Center expansion completed by 2033 PUBLIC SAFETY A safe community Full-time Fire Department established - % staffing targets met - % facility complete - Full-time Fire Department fully operational by 7/1/2023 a) Develop recruitment strategy for full-time firefighters b) Update operating guidelines / policies and procedures c) Complete Fire Station 1 buildout d) Initiate comprehensive inventory of buildings e) Create Inspection Program f) Develop pre-plans for commercial buildings g) Develop comprehensive training program Safe and stable buildings - # of buildings tracked - Amount of data loaded - Life safety preplan fully implemented by 12/31/2025 A well-trained Police Department -% of Police staff meeting professional development training goals - 100% of Police staff meet revised training goals by 7/2025 HIGH QUALITY PARKS & TRAILS A community that values the natural environment Clear direction of future of parks and trails -# of plans developed -# of plans adopted -Parks and trails final decisions - Adoption of Park and Trails Master Plan by December 2023 -Adoption of Lakefront Park Master Plan by January 2023 a) Develop Council materials for adoption of plans b) Develop community engagement plan c) Develop parks and trails funding strategy d) Create funding plan Community support for parks and trails funding - Resources available for parks and trails - Supportive feedback received -Identify funding scenarios for parks and trails by 2024 -Achieve community consensus on parks and trails funding by 2024 Financial Sustainability A financially responsible community Well Managed Growth Growth that meets community needs Stable & Sustainable Infrastructure Systems that support reliable service delivery Strategic Priority Desired Outcome Key Outcome Indicator Target Strategic Initiatives Public Safety A safe community High Quality Parks & Trails A community that values the natural environment City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 3 OUR VISION Prior Lake is a vibrant and welcoming life-long community offering a high quality of life and small-town feel. City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 4 Reviewing the Environment, Setting Strategic Priorities An important part of the strategic planning process is a review of the current operating environment and an evaluation of the challenges confronting the community. This was accomplished via a SWOT analysis—a process that examines the organization’s internal strengths and weaknesses, as well as the opportunities and threats in the external environment. The results are displayed below. STRENGTHS •Good fiscal management •Good fiscal responsibility •Good staff – collaborates well together •Natural amenities – parks/lake •High functioning Council WEAKNESSES • Parks & Trails - number of parks and funding needs • Tax base diversity • Low C&I tax base • Historically low infrastructure funding • Evolution of best practices •Commercial development downtown •Collaboration/partnerships •Growth/Annexation/Infrastructure •Financial Sustainability •Parks- update/improve OPPORTUNITIES • Financial • Park funding & staffing needs • Full-time Fire Department • Inflation • Maintenance infrastructure • Legislative – local control • Revenue sources • Who pays for growth • Met Council • Unfunded mandates THREATS SWOT Analysis City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 5 STAKEHOLDER FEEDBACK The strategic planning process included a stakeholder outreach and feedback process. This was done to collect information on community needs and expectations on a variety of issues, as well as organizational issues that impact service delivery. This provided useful information to the City Council, helping them make informed choices. Stakeholder outreach included: •A community-wide survey conducted by the National Research Center at POLCO •A series of focus groups, representing a cross section of the community •A survey of internal stakeholders, including employees and Board-Commission members National Community Survey Results A community survey was conducted May 16th through early July of 2022. The survey questions explored quality of city services, quality of life in Prior Lake, opportunities for improvement, and priorities for the future. Because the survey is used across the nation, resident satisfaction was measured through benchmark questions and then compared responses to other similar communities. KEY TAKEAWAYS •Prior Lake residents enjoy a positive quality of life. About 9 in 10 respondents favorably reviewed the overall quality of life in the city and the city as a place to live. A similarly high proportion were likely to recommend living in Prior Lake to others (93%) and planned to remain in the city for the next five years (90%). In addition, 8 in 10 residents positively rated the overall image or reputation of Prior Lake and the city as a place to raise children. •Prior Lake’s economy is a strong community feature. Results relating to the economy in Prior Lake tended to be positive, with 82% of residents rating the overall economic health of Prior Lake as excellent or good. About half of residents favorably evaluated Prior Lake as a place to work, and three-quarters gave high marks to Prior Lake as a place to visit. About 70% of the community offered positive ratings for the city’s overall quality of business and service establishments, while about half of residents were pleased with both the variety of business and service establishments and the vibrancy of the downtown/commercial area. •Most residents feel a strong sense of safety in the city. Safety is a priority and a strength for Prior Lake, with most residents rating this facet as both of high importance and high quality. About 84% of respondents gave favorable reviews to the overall feeling City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 6 of safety in the city. Virtually all residents (97%) said they felt very or somewhat safe in both Prior Lake’s downtown/commercial area and in their neighborhoods during the day. Similarly, most residents reported feeling safe from natural disasters (92%), violent crime (90%), and property crime (76%). The City’s safety services also received high marks from respondents. About 9 in 10 gave positive reviews of fire services, police services, ambulance or emergency medical services, and fire prevention and education •Residents appreciate Prior Lake’s natural environment and recreational opportunities. Ratings for survey items related to Prior Lake’s natural environment tended to be positive and on par with or above national averages. About 92% of residents gave excellent or good reviews to the overall quality of natural environment in Prior Lake. About 7 in 10 offered positive evaluations of Prior Lake’s open space, preservation of natural areas, and yard waste pick-up services, while roughly 8 in 10 residents favorably rated recycling. Prior Lake’s cleanliness (90%) and air quality (93%) were both rated above the national average, as was the availability of paths and walking trails (87%). Water resources scored much higher than benchmark comparisons (88% excellent or good). About 9 in 10 residents were also pleased with the overall quality of parks and recreation opportunities and city parks, while about 8 in 10 residents in Prior Lake positively reviewed the city’s recreation programs or classes, recreational opportunities, and fitness opportunities. City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 7 Focus Group Results Focus groups were conducted on July 14th. Participants included residents from several groups including: the business community, civic organizations, and members of Prior Lake advisory boards. The purpose of the focus groups was to support strategic decision-making, and were therefore limited in scope. The focus groups discussed what residents and business owners saw as strengths of the community along with opportunities for positive change. KEY TAKEAWAYS •Commercial development was a major theme throughout all three focus groups. Participants felt that there was not enough commercial opportunities for the community, and that there needs to be a better ratio of housing to restaurants, retail, and industrial or commercial uses. Some of the concern comes from the recognition that more taxes from commercial development offsets the need for taxes on Prior Lake residents. •Much of the conversation within the focus groups focused on downtown, including the challenges for growth with the limited footprint. Walking or biking downtown is seen as a safety hazard crossing Highway 13 at the roundabout. Participants discussed the need for a comprehensive and well communicated vision for the downtown area. •Public safety is overall seen as a positive for all groups, with one group noting that among city services, making sure “we are warm, safe and dry” is at the top of priorities. The move to a full-time fire department was seen as an important change for the community. •Other strengths were the small town feel and connectedness of Prior Lake; city services including snow removal, park maintenance and city staff. •Opportunities for improvement include connecting new residents into the community, having a pedestrian or bike crossing over Highway 13, and repurposing underutilized city parks. City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 8 Internal Survey Results A survey of internal stakeholders was conducted in July 2022. KEY TAKEAWAYS •The majority of the respondents were staff (59%), followed by paid on-call firefighters (22%) and Advisory Board or Commission member (19%). •91% identified the quality of services in Prior Lake as Excellent or Good, and 95% identified the overall quality of life in Prior Lake as Excellent or Good. •Respondents identified high and medium priorities for Prior Lake for the next three years. Responses included public safety (98%), infrastructure (94%), financial sustainability (89%), economic development (83%), managing community growth (77%), communication and outreach (76%), and parks and open space (75%). •Respondents were very positive about working for the City of Prior Lake. Respondents strongly or somewhat agreed with the following statements: •I am likely to stay with Prior Lake for another year (83%) •I would apply to this position again (81%) •I would recommend working at Prior Lake to friends (79%) City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 9 STRATEGIC PRIORITY 1 Fiscal Sustainability Outcome Financial stability in all funds Outcome Adequate resources to fund Capital Improvement Program (CIP) Key outcome indicator Change in bond rating; fund balance change Target Improve bond rating to AAA by 2027; meet fund balance targets by 12/2026 Key outcome indicator Pavement Management Plan (PMP) and utility fund balances Target Adequate funding to meet Overall Condition Index (OCI) target STRATEGIC INITIATIVES a) Develop strategy to increase bond rating b) Develop infrastructure funding scenarios c) Establish financial plan that reflects infrastructure needs d) Update Comprehensive Financial Management Plan (CFMP) Outcome Financial policies guide decision making Key outcome indicator Budget objectives met Target Budget objectives met annually City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 10 STRATEGIC PRIORITY 2 Well Managed Growth Outcome Downtown vitality Outcome Fiscally responsible residential growth STRATEGIC INITIATIVES a) Identify strategic property acquisition downtown b) Lobby to ensure development costs are not transferred to taxpayers c) Develop strategy for orderly annexation agreement (OAA) renewal c) Develop strategy for utility extension in OAA d) Develop education strategy for C/I properties Outcome Adequate supply of Commercial / Industrial (CI) land Key outcome indicator Sq. ft of new downtown commercial space; # of new units downtown residential Target 20,000 SF of new downtown commercial space by 2026; 80+ new residential units downtown by 2027 Key outcome indicator Development fee cost ratio Target $0 in development costs transferred to existing taxpayers Key outcome indicator Change in C/I guided acreage Target No net loss of C/I guided land 2023-2026 City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 11 STRATEGIC PRIORITY 3 Stable & Sustainable Infrastructure Outcome Quality street conditions Outcome Complete understanding of infrastructure STRATEGIC INITIATIVES a) Complete assessment of utility maintenance needs including cost and risk implications b) Update inspection and maintenance strategy for infrastructure c) Formalize public property maintenance plan d) Implement plan for Maintenance Center upgrade Outcome Adequate Public Works facility Key outcome indicator OCI achieved Target Maintain average OCI 70; achieve minimum OCI 50 on collector streets by 2033 Key outcome indicator Capital needs adopted plan Target Comprehensive needs analysis completed by 2024 Key outcome indicator Ribbon cutting Target Maintenance Center expansion completed by 2033 City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 12 STRATEGIC PRIORITY 4 Public Safety Outcome Full-time Fire Department established Outcome Safe and stable buildings STRATEGIC INITIATIVES a) Develop recruitment strategy for full-time firefighters b) Update operating guidelines/policies and procedures c) Complete Fire Station 1 buildout d) Initiate comprehensive inventory of buildings e) Create inspection program f) Develop pre-plans for commercial buildings g) Develop comprehensive training program Outcome A well-trained Police Department Key outcome indicator % staffing targets met; % facility complete Target Full-time Fire Department fully operational by 7/1/2023 Key outcome indicator # of buildings tracked; amount of data loaded Target Life safety preplan fully implemented by 12/31/2025 Key outcome indicator % of Police staff meeting professional development training goals Target 100% of all Police staff meet revised training goals by 7/2025 City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 13 STRATEGIC PRIORITY 5 High Quality Parks & Trails Outcome Clear direction of future of parks and trails Outcome Community support for parks and trails funding Key outcome indicator # of plans developed; # of plans adopted; parks and trails final decisions Target Adoption of Parks and Trails Master Plan by December 2023; adoption of Lakef ront Park Master Plan by January 2023 Key outcome indicator Resources available for parks and trails; supportive feedback received Target Identify funding scenarios for parks and trails by 2024; achieve community consensus on park funding by 2024 STRATEGIC INITIATIVES a) Develop Council materials for adoption of plans b) Develop community engagement plan c) Develop parks and trails funding strategy d) Create funding plan City of Prior Lake Strategic Plan FY 2023-2026 | January 2023 14 STRATEGIC PLANNING PARTICIPANTS The strategic plan was developed with the hard work and dedication of many individuals. The City Council led the way, taking time out of their schedules to commit to long-term thinking. They defined a direction and a set of outcomes that are important to the community stakeholders with whom they partner and serve. The City’s senior staff supported the City Council and offered an operations perspective as well as challenges to conventional thinking. City Council Kirt Briggs, Mayor Zach Braid, Councilmember Kevin Burkart, Councilmember Kimberly Churchill, Councilmember Annette Thompson, Councilmember Victor Lake, Councilmember Elect Department Heads & Staff Jason Wedel, City Manager Lori Olson, Assistant City Manager Andy Brotzler, Public Works Director/City Engineer Liam Duggan, Police Commander Cathy Erickson, Finance Director Steve Frazer, Police Chief Casey McCabe, Community Development Director Rick Steinhaus, Fire Chief Consultants Rapp Consulting Group Craig Rapp Cory Poris Plasch City of Prior Lake Strategic Plan FY 2023-2026 | January 2023